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Operations Management (OM): a specialized field of management associated with the conversion or transformation of resources into products and services
• Old term: production and operations management (POM)
• Strategically important
Operations Management
Objectives of Operations Management
4 main objectives of operations managers– Managing product/service quality
– Planning quantity and capacity
– Timing product and services
– Achieving the best possible cost
Managing Quality
Quality: a measure of how well a product or service performs its intended purpose, including:
• How reliable it is
• How easy it is to service or repair when it does break down
• “Fitness for Use”
Why is Quality Important?
Higher quality can lead to:
• Higher efficiency
• Higher effectiveness– Revenues and margins
• Lower costs
• Improves customer satisfaction
• Improved customer retention
Total Quality Management (TQM)
TQM: a management philosophy that:• Focuses on continual improvement• Emphasizes quality inspection at all stages
of the production or service output• Encompasses a commitment from
employees at all levels• Simultaneous achievement of lower costs,
higher quality, and enhanced customer service
Total Quality Management (TQM)
Important TQM concepts:
Statistical Process Control (SPC)Statistical Process Control (SPC)
Continuous Process ImprovementContinuous Process Improvement
Six SigmaSix Sigma
Employee EmpowermentEmployee Empowerment
TQM Concepts: Statistical Process Control
Statistical Process Control: a quantitative tool to aid in making decisions concerning how well a process is performing
• Used to track and highlight results and to identify unacceptable deviations
• Typically involves the use of control charts– Establishes upper and lower levels of
acceptable quality– Products outside limits are investigated
TQM Concepts: Continuous Process Improvement
Continuous process improvement: refers to both incremental and breakthrough improvements in the way an organization does business
• Also known as – Business process reengineering (BPR) and – Kaizan in Japan
• Five key elements:– Objective, Design, Capabilities, Infrastructure, Metrics
TQM Concepts: Six Sigma
Six Sigma: a disciplined, data-driven approach for eliminating defects and enhancing quality with an orientation toward the impact such improvements will have on the customer
• Six Sigma = no more than 3.4 defects per million opportunities
• Quality is improved two ways:– DMAIC process (define, measure, analyze, improve,
control) focused on improving existing processes– DMADV process (define, measure, analyze, design,
verify) focused on the development of new processes
TQM Concepts: Employee Empowerment
Empowerment: the sharing of power with others, where those with high amounts of power increase the power of those with less, especially with regard to decision making
By empowering employees, organizations can: • Engage the expertise of employees• Allow them to feel responsible for quality• Allow managers to understand and
communicate the TQM vision
Quantity and Capacity Planning
• Capacity planning: determining how much a firm should produce of a particular product or service
• Design capacity: the maximum capacity that can be attained under ideal conditions
• Effective capacity: the percent of design capacity a facility is actually expected to maintain
Effective Capacity
Expected CapacityDesign Capacity=
• Materials requirement planning (MRP): a sophisticated computer system that can be used to “get right materials to right place at right time”
• Economic order quantity (EOQ): used to order economical quantity of product so that total inventory costs are minimized
• ABC analysis: categorizes which inventory items require most control and attention
Quantity and Capacity Planning:Inventory Management
Timing Products and Services
Delivery of products and services must be timed well to avoid both “stocks-outs” and excess inventory
• Three important concepts:– Just-in-time (JIT) systems– Gantt charts– PERT and CPM charts
Timing Products and Services: Just-in-Time (JIT) System
• Objective: produce product or service only as needed with only the necessary materials, equipment, and employee time that will add value
• Benefits:– Reduces inventory levels (and lowers carrying
cost of inventory)– Improves productivity– Increases customer satisfaction
Timing Products and Services: Gantt Charts
May June July Aug Sep Oct Nov
Contact clients
Obtain contract specs
Submit bid
Receive feedback
Revise bid
Submit revised bid
Final approval or rejection
Complete bid review
Timing Products and Services: PERT/CPM Charts
StartDevelop
plansSelect
contractorConstruction
Openstore
Preparepermits
Obtainpermits
Tenantapproval
Move intostore
Achieving the Best Cost
• Productivity measures how well an organization is using its resources (inputs) to produce goods and services (outputs)
ProductivityOutputInput=
Achieving the Best Cost: Work Standard
Work standard: amount of time it should take for a trained employee to complete a specific activity or process
• Two work measurement techniques:– Time and motion studies
• Review each activity in detail so that unnecessary steps are eliminated
– Work sampling• Take a sample of workers and calculate percentage of
time spent on each activity during a working day or shift
Achieving the Best Cost: Production Processes
Low
Economies of Scale
High
LowHigh
Flexibility
ContinuousContinuousFlowFlow
ContinuousContinuousFlowFlow
AssemblyAssemblyLineLine
AssemblyAssemblyLineLine
SmallSmallBatchBatchSmallSmallBatchBatch
JobJobShopShopJobJob
ShopShop
Achieving the Best Cost: Production Processes
• Economies of Scale
• Learning Effects– The Learning/Experience Curve
• Flexible Manufacturing Systems– Automation of a production line by controlling
and guiding all machinery by computer– Attempt to capture both economies of scale
and learning effects
Achieving the Best Cost: Technology
• Computer-aided design (CAD) and Computer-aided engineering (CAE)– Computerized systems used to design new products,
modify existing ones, and test prototypes
• Computer-aided manufacturing (CAM)– the use of computers to direct manufacturing
processes
• Designing for manufacturing (DFM) – designing products for ease of manufacturing to
maximize their functionality for customers
Managing the Supply Chain
Supply chain is:• Coordinated system of resources,
information, activities, people, and organizations
• Involved in moving a product or service from raw materials to components
• Into a finished product or service • Delivered to the end customer
Manufacturer
Distributor
Retailer
Customer
Suppliers